It’s 2003. I’ve been working for a couple of years since leaving university.
I’d picked up a summer job with an international school travel company called PGL or as people sometimes joked, “Parents Get Lost.”
A couple of years later, I was still there. Taking kids climbing, kayaking and out into the mountains. It was brilliant and I loved it.
At that point, I wouldn’t have said I was ready to be a manager. But slowly and without a promotion or pay rise, things started to change.
I was being asked to –
- lead groups of instructors
- manage the client experience
- take on more responsibility
I hadn’t applied for it. I hadn’t trained for it.
But I was responsible.
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Maybe you’ve got your own version of this story?
Being good at your thing—whether that’s accounting, engineering, sales, or kayaking, doesn’t mean you’re ready to manage
In fact, research from the Chartered Management Institute (2024) suggests that 82% of people entering management roles have had no formal leadership training.
Whilst learning on the job can be effective, it’s certainly not without risk. Many business challenges – and failures – can be traced back to poor management.
–
If I could go back to 2003, here’s what I’d tell myself –
- Your job is to help others thrive
It’s no longer about how good you are, it’s about what you enable in others. - Communication is the real skill
Not just saying things clearly but making sure they’re understood. - Slow down
What feels obvious to you won’t feel obvious to everyone else.
The reality is, when managers struggle, the impact isn’t always obvious at first.
It’s subtle.
It builds over time.
And then suddenly, it’s clear something isn’t working.
–
If you’re an accidental manager or are in a position where you’re responsible for developing managers, here’s the most common ways to support people…
- Training
This could be formal qualifications, apprenticeships, or short courses through private providers. The key is choosing something the individual is genuinely engaged with and fits with work. - Schedule regular 1:1s focused on leadership
Not just tasks, use this time to explore people challenges, decision-making and self-awareness. - Find a mentor
Someone experienced they can learn from, either internally or externally.
Obvious, I know but so often people forget how to support accidental managers.
A final thought…
Bad management isn’t usually about bad people.
It’s about good performers being placed into leadership roles without the skills to succeed.
Which is exactly how accidental managers are created in the first place.
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At Evolve Advisory, we work with individuals and organisations across industries to build confident, capable leaders. Our Accidental Managers Programme is designed specifically for those who’ve stepped into leadership roles without formal preparation—helping them develop the skills, confidence and structure they need to succeed.
You can find out more here.
References
“Rigid, reluctant, demoralising” – accidental managers at work – CMI
